Managing the fuzzy front-end of the new product development process

Summary form only given as follows. Effective management of the "upfront or fuzzy front-end (FFE)" of the new product development process is one of the most important and difficult challenges facing innovation managers. In order to produce better product performance, companies need to understand the nature of the FFE. In this paper we define the FFE, classify its consequences, and suggest strategies for FFE management. We define the FFE or the “upfront planning stage” as that period between when an opportunity is first considered and when an idea is judged ready for development. We classify the consequences of the FFE into outcomes, time, and people dimensions, from which these objectives can be derived: (1) selection of the right opportunity and preparation of a well defined product, (2) a rapid selection process, and (3) development of effective organizational relationships within and beyond the FFE. We also suggest several strategies to achieve these three objectives, such as, assigning a FFE manager or designating a FFE team; understanding the nature and sources of FFE ambiguity; building an information system; providing organizational support for FFE activities; and finding supporters, partners, and alliances. If one can successfully diminish front-end ambiguity through these efforts, then one is more likely to accomplish a winning product development project. The FFE is an inescapable part of NPD and developing ways to manage it is important in realizing a sustainable competitive advantage